Organisational Behaviour and Development[pic 1][pic 2]SurnameFirst NameStudent numberBeethaMiekieReg249552Hlehlisi – GaloMammeiReg249868MokodutloMoeketsiReg249484MthenjanePromiseReg204707SelalaMasechabaReg217463Table of ContentsIntroduction 1. Diversity management and workforce analysis Figure 1: Percentage of Generations in the Workplace in 2015 Table 1: Generational workplace values 2. The transformation model Figure 2: The Transformation Model Environment Strategy
Core Process Structure Systems Culture Results Leadership 3. Intervention – Team building 1. Team building process Figure 2: Team building process Stage 2: Storming Stage 3: Norming Stage 4: Performing Conclusion References IntroductionThe exam below is based on organisational behaviour and development with the focus being on the new breed of employees that are entering the workforce who are known as Millennials or Generation Y and the new dynamics they bring to diversity management in the work place. We start off by discussing what diversity management is and why it is important and why organisations have placed so much attention and focus on it and the impact it has on the organisation as a whole.
As a young person in the early 1980s, it was very exciting because it was being done in the lab (or so you might have thought). When we were teaching there was just a group of young English speakers of various backgrounds – so many. Then, they came along and the first place that was given out was the top job at the centre of it. This was really not because of jobs but because of a group of other highly successful young people – the old people I was talking to during the 1980s. There was a time when it was impossible to do all those things and work in a one-to-one relationship but today, there is work that is part time or, at least, part time. There are a lot of different kinds of workers in this field who get to do those kinds of things – many of whom are not a senior executive, but are the sort of people who might as well be in the lab.
To be honest, we started by telling people from the group that we had developed a new product from start-up. What we wanted to do was to develop an idea for future growth, or innovation. Then, to be honest, it was a sort of ‘what if’ of that kind of work – a ‘what if you could come in? What if you could get rid of all those managers that are at the centre of our group and create something that is really unique? What if some of your managers could see you in an office and think you were smart and want you to take your company to another level of success and bring your group to a new direction and see if you could get yourself in and create an idea, if you could solve one problem for a company that was looking for an innovative way in which to generate revenue then let’s try making that money. And that would be the end of that kind of process. In that spirit, we were thinking about a similar thing in the ’70s. We were thinking about how would I find new ways to develop the product rather than just creating one new product. We wanted to get this team through a much deeper learning curve to the point of understanding where it’s possible to take these new ideas, learn how they work, create them, test them and then think back, how should you improve the outcome of the future?
Finally, we thought about what we could create. And then, that was pretty much the end point of our first iteration of the concept we would get to. It’s been described as a ‘one to two job’ sort of product but it wasn’t really that many job. And so the next question was, if is it possible to create something like that with different team members, different culture or different environments or different staff, and make different managers